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Results for: Change Management | Showing Results: 1 to 25 | Total Results: 62 | Sort By: Alphabetical Publication Date

The Value of ESOPs in Engineering Firms 

While all kinds of businesses become employee stock ownership plan (ESOP) companies, there is a large percentage of engineering firms that have chosen the ESOP structure. Why so? 
Author: Roback, Thomas, Jr.
Pub. Date:

Empowerment or Else 

Nine years ago, the author bought a small manufacturing company with marginal profits, poor union relations, nit-picking work rules, and high labor costs. After a year of bickering, Frey decided he wanted to implement profit sharing. 
Author: Frey, Robert
Pub. Date: 1993-09-01

The Great Game of Business 

This book that has, since 1992, become the primer for open-book management, a new method based on the concept of democracy, the spirit of sports, and the reality of numbers. 
Author: Stack, Jack; Burlingham, Bo
Pub. Date: 1994-10-01

Sealed Air Corp.'s Leveraged Recapitalization (A, B)  

Less than a year after Sealed Air embarked on a program to improve manufacturing efficiency and product quality, the company borrowed almost 90% of the market value of its common stock and paid it out as a special dividend to shareholders. 
Author: Wruck, Karen H.; Barry, Brian
Pub. Date: 1997-12-05

Carris Corporation: Incentive Plan Program 

For several years, William H. (Bill) Carris (President and CEO) looked for ways to bring employees into the business. From the beginning Michael (Mike) Curran (Vice-President and COO) had been not in favor of implementing short-term incentives at that time. But having worked with Bill for 20 years, Mike knew when Bill’s mind was set on proceeding... 
Author: Betit, Cecile G.; Rao, Jay
Pub. Date: 1998-01-01

United Airlines 

In 1994 United Airlines became the largest employee majority-owned enterprise in the United States, with various groups of employees – most represented by unions – having purchased 55% of its stock in exchange for various concessions. The employees accepted pay cuts and made other concessions, but were also granted representation on the company's board of directors...[newline] 
Author: Kochan, Thomas A.
Pub. Date: 1999-01-01

Lucent Technologies 

Lucent was created in 1994 as part of AT&T's tri-vestiture. This case focuses on the dilemma faced by a new company that inherited a labor-management consultation structure developed by AT&T, a structure that has broken down in many respects, and that does not seem adequate to the challenges of the new company in a new and highly competitive market... 
Author: Kochan, Thomas A.
Pub. Date: 1999-05-01

Carris Companies’ Long and Winding Road to Employee Ownership and Values Based Governance 

A rapidly expanding entrepreneurial company, the Carris firm is—by its owner's design—gradually becoming an employee-owned and-directed organization... 
Author: Betit, Cecile G.
Pub. Date: 2000-01-01

Carris Companies Experience: Corporate Values in Practice 

Organizational leadership sets the standard for ethical conduct in the workplace. Christianity's “Golden Rule” was used by William H. (Bill) Carris, owner of the Carris Financial Corporation (CFC), as the central ethical principle in his Long Term Plan (UP), describing the transition to 100% employee-ownership and governance... 
Author: Betit, Cecile G.
Pub. Date: 2001-01-01

DIENA 

In 1997, seeking new sources of growth, A/S DIENA expands outside the Latvian capital to set up the Regional Press Group, a decentralized network of community newspapers emphasizing employee ownership and a separation of roles between editors and publishers. 
Author: Simons, Robert L.; Reinbergs, Indra A.
Pub. Date: 2001-09-07

The Carris Companies: Making 100% Employee Governance the Practice—Shifting Stakeholder and Citizen Rights and Responsibilities to the Employees 

Following a brief description of the methodology employed within this chapter, background information is provided on the Carris Companies. Changing stakeholder relationships highlighted in the segment on employee ownership provide a foundation for understanding the transitional process within the Carris Companies and, specifically, the practice of governance.  
Author: Betit, Cecile G.
Pub. Date: 2002-01-01

Carris Companies' Practice of Employee Governance 

Distinguishing the Carris Companies’ transition to 100% employee ownership was its more unusual movement towards 100% employee governance. This paper examines the Carris Companies’ practice of governance and the process used to prepare stakeholder citizens for their changing roles and relationships. 
Author: Betit, Cecile G.
Pub. Date: 2002-06-01

Working Toward Transparency and Accountability: Carris Companies Governance 

This conceptual paper based on a case examines some of the devastating impacts of the recent spate of corporate wrongdoing, noting the widespread interconnectivity and interrelationships these demonstrate; revisits the roots of capitalism and the underpinnings of corporate citizenship; and explores the efforts of the Carris Companies as they implemented their plan for 100% employee ownership and governance, working toward full transparency and accountability in their decision-making. 
Author: Betit, Cecile G.
Pub. Date: 2002-10-01

A Positive Movement Forward: Carris Companies Employee-Governance 

This chapter presents William (Bill) H. Carris's distinctive organizational design for a positive and practical model of 100% employee-governance in the movement toward 100% employee-ownership of the Carris Companies, a manufacturer of wood, plastic, and metal reels in six United States locations and one in Mexico... 
Author: Betit, Cecile G.
Pub. Date: 2007-01-01

The ESOP-Owned S Corporation: Bringing Ownership to Life with Synthetic Equity 

The “ESOP-Owned S Corporation” structure offers truly remarkable advantages that can transform a business into a tax-exempt, for-profit entity. 
Author: Staubus, Martin
Pub. Date: 2008-01-01

The Carris Companies: Doing the Next Right Thing 

Presented in this case is the Carris Companies’ movement towards 100% employee shared ownership and governance with an emphasis on and investment in education; focus on ‘quality of life’; economic, educational and social accessibility provided by the company for its employees, many of whom are unskilled at the time of initial employment; encouragement of employee wellness; employee involvement in corporate decision-making and philanthropy; companies’ increased efforts to reduce waste and energy use and the overall positive effects on the companies’ profitability... 
Author: Betit, Cecile G.
Pub. Date: 2008-07-01

People and Organizations 

This course provides an understanding of the human and organizational contexts in which the student will be working and the skills to put the scientific, technical and organizational knowledge learned to work in addressing the major challenges facing management and organizations today. 
Author: Kochan, Thomas A.
Pub. Date: 2009-01-01

Employee Ownership: A Topic for the Entrepreneurship Curriculum 

This Teaching module shows four areas in the entrepreneurship curriculum where teaching about employee ownership can 1) put a needed spotlight on this widespread and useful practice and 2) add conceptual value and rich examples for the course topics being taught... 
Author: Scully, Maureen
Pub. Date: 2009-10-28

Diamond Foods 

CEO Michael Mendes has transformed a grower-owned cooperative into a publicly traded top marketer of snack foods. Diamond's organization, culture, product development process, advertising and promotion strategy, and specifically its marketing department have been built 'from the ground up' to address fundamental changes in retail structure and consumer behavior. Can the Diamond model be successfully applied to other food categories?  
Author: Bell, David E.; Shelman, Mary
Pub. Date: 2009-12-15

Client Profile: Coast Citrus Distributors 

At Coast Citrus, the employees are eligible to participate in the ESOP after completing 500 hours and/or three months of service. Currently the company is 70 percent employee owned.  
Author: Zollars, Ron
Pub. Date: 2010-01-01

Business Strategy: The Sustainable Enterprise 

This course integrates environmental management issues with use of strategic planning tools for assessing and responding to competitive and social forces. Emphasis will be on the company’s ability to build and sustain a competitive advantage utilizing traditional management concepts as well as new sustainability practices. 
Author: Nassos, George P.
Pub. Date: 2010-01-01

Contract and the Roadmap to Understanding Business 

This course covers factors of the environment as well as the functional areas that interact to build a sustainable business.  
Author: Anyansi-Archibong, Chi
Pub. Date: 2010-01-01

Challenges of Growth at Protegra 

Protegra is a small company established in 1998 in Winnipeg, Manitoba. The company specializes in the area of computer software development and business performance consulting. Protegra features a unique organizational design, characterized by a lack of hierarchy and a collegial, professional culture centred on employee and customer values. Various information systems support Protegra's design. In the process of expanding into foreign markets and enlarging staff, Protegra has been concerned with preserving its way.  
Author: Travica, Bob
Pub. Date: 2010-04-21

Starting Over in Lexington: Taking Ownership

The folks at our Lexington, Ky. plant are well on their way to becoming owners of their company, all part of our plan to turn the operation around and make it profitable again. 
Author: Stack, Jack
Pub. Date: 2010-07-26

KCI Technologies, Inc. 

KCI, a multi-disciplined engineering firm, has undergone a number of transformations over the last several decades. It started as a basement dream, was acquired and sold-off by a larger firm, and has emerged as a multi-million dollar employee-owned organization. 
Author: Street, Vera L.; Weer, Christy; Shipper, Frank
Pub. Date: 2010-09-27